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There is no place for racism in Wales. At Taff, we believe in a fair and just society for all. We will continue to use our voice, our established relationships and influence within the community to create a more equal society.

As part of our commitment, we have signed the Zero Racism Pledge & Deeds Not Words. You can read our action plans below.

We’re committed to making ourselves an inclusive place to work. As part of this, we’re sharing our colleague diversity report so that we can acknowledge where we need to improve and keep track of our progress.

Zero Racism Pledge

Deeds Not Words - Updated March 22nd 2021

Our Action Plan

Systemic racism and discrimination remain prevalent and deep rooted in our society. The anger people feel is completely justified and society needs to change. We believe the Housing Sector has a significant role to play in this.

In June 2020 Tai Pawb put together the Deeds not Words pledge and we have signed up to underline our commitment to change. We know that signing the pledge is the easy bit, now we need to act. Taff has always considered itself to be a diverse and progressive organisation, committed to equality and diversity. Now is the time to admit that our well intentioned words have not led to real change. We have not done enough to meet our well-meaning aspirations. A quick check of our data tells us we are not diverse or inclusive. We know people of colour are under-represented on our board, among our colleagues and particularly at senior leadership levels. We know BAME tenants are more likely to be in rent arrears and live in over-crowded properties. We also know that our services are not tailored or flexible enough to understand and meet the needs of the diverse communities we serve.

We cannot solve all these issues alone, but we are committed to doing everything within our power to level the playing field, by changing what we can change and influencing and promoting where this is appropriate.

We also feel it is important that we explain how we plan to do this, in a specific and measurable way. We want to be held to account on our commitments, by our colleagues, our tenants and wider society and we want to be an ally to BAME communities in the fight for equality.

In November 2020 we made public our commitments via an action plan, co-produced by colleagues, Board members and tenants. The following information is an update on our plan of action.  It outlines our progress so far and how we can be held to account on our performance:

We commit to:

We are doing this by:

  • Using the All Wales Covid-19 Risk Assessment Tool for all colleagues returning to the office, which recognises the increased risk of COVID-19 to BAME colleagues
  • Protecting the well-being of Black, Asian and other Minority Ethnic colleagues who might feel affected by or vulnerable to Covid by offering support and counselling and ensure no one is asked to carry out duties that place them at additional risk due to their ethnicity.
  • Concluding an investigation into the cause of over-crowding and rent arrears in BAME communities and deliver our finding to our Board by March 2021. Following this, we will publicise our findings on this website and produce an action plan to address the issues identified.

We are doing this by:

  • Developing a new Recruitment Policy that will come into effect in July 2021 – this will have the principles of positive action at its heart and will directly address under-representation in the business.
  • Being members and meeting the requirements of the Community Jobs Compact in Cardiff and advertising all our roles via this initiative.
  • Specifically targeting under-represented groups in our advertising of vacancies via a partnership with a local recruitment agency to ensure we receive a diverse range of applicants.
  • Using the Rooney Rule, ensuring that we interview at least one applicant from a BAME background for each externally advertised position.
  • Formulated a diverse tenant recruitment panel who sit on external interview panels for customer facing roles.
  • New job roles will specifically mention the requirement to be actively anti-racist
  • It is mandatory for all colleagues and Board members to undertake training on racism, racial inequality awareness and the difference between being none-racist and anti-racist. For colleagues in senior positions enhanced training will be made mandatory.
  • We are sourcing enhanced training for all colleagues and tenants who sit on interview panels, including the principles of positive action.
  • We have worked with local Housing Associations to devise a ‘Step in to Non- Exec Director’ pathway and will be shortly recruiting to lead on this initiative, specifically aimed at people from BAME communities.


We are doing this by:

  • Continually publicising our progress to offer complete transparency – even in areas where we know we have not done enough. We will continue to use our platforms to publicise our support for BAME colleagues and communities and make it clear we are committed to becoming an anti-racist organisation as well as demonstrating an awareness of the challenges we face.
  • Demonstrating our progress against our stated aims by publicising our annual equality reports on our website. We expect to publicise the first reports in May and June 2021 and annually thereafter.
  • We have just completed a full tenant survey with 34% of respondents from BAME communities, making the feedback received representative. We are analysing the data and will be publicising and disaggregating the results on our website in May 2021.
  • We are in discussions with Cardiff Council to expand our Refugee Housing Project to meet the demand for adequate housing for those with refugee status. We hope to begin this in the Summer.
  • Undertaking a review of Red Sea House, Wales’ only BAME specific sheltered housing scheme in Wales to ensure we meet our commitments to BAME communities requiring sheltered housing.

We are doing this by:

  • Our Board and Senior Leadership Team have placed the issue of race equality as one of our core priorities. We will continue to discuss our progress against this plan and open up avenues for discussion across the business.
  • We are reviewing our governance structures from a race equality perspective and in partnership with Dr Karl George MBE we will become an early adopter of the Race Code – more information on the Race Code can be found here The Race Code
  • We have created a dedicated literature resource on our on-line HWB that challenges pre-conceived perceptions and received ‘wisdom’ that perpetuate institutional and societal racism. Colleagues are encouraged to utilise this resource to educate themselves.
  • Consider how we can offer reverse mentoring schemes that allow everyone to share their experiences with senior leaders.


  • We will publish a progress report annually on our website, including our ethnicity pay gap, BAME employee ratios across the organisation and between level of seniority and applicant and short-listed data, promotion and retention data.
  • We will include year on year trend analysis so our progress can be judged and scrutinised both internally and by tenants, stakeholders and anyone else!
  • We shall set a target to achieve at least 30% BAME representation on our Board, among colleagues and our applicants for our vacant roles by 2024.
  • Use results of surveys to assess whether engagement and satisfaction with Taff, from colleagues and customers alike, is equal across the diversity strands. If there are disparities, we will outline how we intend to act upon them.
  • Our communications, both externally and internally, will frequently set out our commitments to equality and our aspiration to be a real ally to BAME colleagues and customers, but we will also be open and transparent where we need to do more.

Colleague Diversity Report May 2021

Our goal at Taff is to create a place where everyone can thrive at work.

We want all colleagues to feel a sense of belonging, and for Taff to be a place that represents all walks of life. This report focuses on colleague diversity and is the first report we have ever shared publicly. We are not perfect by any means and recognise we have significant progress to make. We are committed to doing things differently to make Taff an inclusive place to work. For us, it’s about acknowledging where we can improve, holding ourselves to account and tracking our progress.

It is important to note that in this report terms are used that can attract criticism. For example, the term ‘BAME’ or ‘non-white’ can be considered to homogenize varied and diverse groups of individuals, seemingly define people against the perception of a white ‘norm’ and potentially result in removing their identity as separate communities or ethnicities. These terms are used in this report to provide clarity and ease of use only and their use does not assume a collective community of people, either via the use of ‘BAME’ or ‘non-white’.

Our Colleague Diversity Report will be published annually. This will enable us to understand if our actions are succeeding in reducing inequality/disparity within our workforce and work collectively to take positive action to ensure our workforce is reflective of the communities we serve.

The main findings of the report are summarised below:

  • Black, Asian and Minority Ethnic colleagues are under-represented in the business and especially in senior positions.
  • On average, Black, Asian and minority ethnic colleagues are paid less than white colleagues because of a lack of representation in senior positions.
  • We employ more females than males. As a result of a higher number of females being in lower paid roles, on average they are paid less.
  • 79% of our workforce identify as white.
  • We employ more females than males, 57% of our colleagues are women.
  • 52% of our workforce is under the age of 40.
  • 85% of our workforce identify as straight/heterosexual.
  • 7.5% of our colleagues have told us they have a disability.
  • White – 79% (137 people)
  • Asian or Asian British – 3% (5 people)
  • Black or Black British – 11% (18 people)
  • Multi-racial – 4% (7 people)
  • Other – 1% (2 people)
  • Not specified – 2% (4 people)

79% of our workforce identify as white ethnicity, our Senior Management team (Heads of Service and Executive Team) has no representation from people of Black, Asian or minority ethnic origin. Given that 34% of our tenants are from ethnically diverse backgrounds, this highlights a gap in our workforce make up at a senior level.

A recent Tenant Race Equality report identified that 42% of tenant arrears are attributable to Black, Asian and minority ethnic tenants. 100% of our income team identify as white ethnicity, this highlights another area in which we are not representative of the community that we serve. We have sought to ensure we offer an equitable service by bringing in an Income Officer who has community language skills.

We have commissioned a positive action partnership with a specialist recruitment agency to assist with headhunting applicants from diverse backgrounds. We have also committed to the Citizen Cymru Community Jobs Compact and will closely monitor the success of each partnership.

We have an ageing workforce of around 15% (those in the category of aged 56 plus) which identifies a need for succession planning and attracting graduate/trainee recruits; especially within specialist housing areas. We currently have no representation from those aged 21 and under; which further highlights the need for us to take positive action towards attracting a pipeline of future talent.

  • 22-25 12 people
  • 16-30 18 people
  • 31- 35 30 people
  • 36-40 28 people
  • 41-45 21 people
  • 46-50 19 people
  • 51-55 20 people
  • 56-60 12 people
  • 60+ 13 people
  • 57% Female (99 people)
  • 42% Male (73 people)
  • 1% Not Specified (1 person)
  • 85% Straight (148 people)
  • 1% Gay (2 people)
  • 2% Lesbian (3 people)
  • 3% Bisexual (5 people)
  • 9% Not specified (15 people)

13 members of our workforce have a disability.

12 members of our workforce declined to tell us if they have a disability, whilst this is their right to do so, it would be beneficial for us to explore the reasons behind this.

  • 85.5% Not disabled (147 people)
  • 7.5% Disabled (13 people)
  • 7% Not specified (12 people)
  • 1.5% All Faiths (2 people)
  • 30.5% No Belief (52 people)
  • 13% Atheist (23 people)
  • 56% Christian (32 people)
  • 8% Muslim (13 people)
  • 2% Universal Spiritualism (4 people)
  • 0.5% Ethical Vegan (1 person)
  • 0.5% Jehovah Witness (1 person)
  • 0.5% Sikh (1 person)
  • 1.5% Other (2 people)
  • 10% Not Specified (18 people)

We know there are several languages spoken within the communities we serve. These are not currently reflected in the skillsets of our workforce.

Gender Pay Analysis

The mean hourly level of male pay is £14.74 whilst the mean for females is £13.61. This equates to female mean salaries being 7.67% less than males across the organisation. When average length of service is laid over these figures’ males have a 2% longer length of service on average 6.05 years to the females 5.93 years.

The gap between the median salaries is more pronounced with the median male hourly wage being £13.07 and the median female hourly wage being £11.39. This equates to the median female hourly rate being 12.86% lower than male median.

The main driver for the differential in pay is the over representation of females in lower paid roles and under representation in higher paid roles. Females make up 74% of those whose salary sits in the lower quartile, and only 50% of those whose salaries sit in the upper quartile. Conversely males make up just over 40% of the entire workforce but only account for 26% of staff whose salaries sit in the lower quartile, and 50% of staff whose salaries sit in the upper quartile.

This is mainly driven by the disproportionate number of women employed in care and supporting roles which are generally low paid. There is also a larger social picture with women still being far more likely to take time away from or leave their careers to raise children. Two out of our Executive Team of three are female as are four out of seven Heads of Service.

Ethnicity Pay Analysis

Those defining themselves as ‘white’ on average get paid 10.61% more than those who describe themselves as being in a non-white ethnicity category.

Of colleagues who have shared their ethnicity, nobody describing themselves as having an ethnicity in a ‘non-white’ category earns more than £20 per hour. Of the 50 highest earners in the business 5 have defined themselves as being in a ‘non-white’ category.

Sexual Orientation Pay Analysis

The highest paid individual who described themselves as being other than ‘Heterosexual’ was paid between £20 and £30 per hour. This places them in the top quartile for pay in the organisation.

Disability Pay Analysis

Of the staff who have shared their disabled status no staff member identifying themselves as having a disability earns more than £14 per hour.

We have 11 members on our Board, of which, there are 7 males and 4 females.

82% of our Board are white.

Our data tells us there are a number of actions we need to take:

  • We will publish annual trend data.
  • Increase Black, Asian and minority ethnic representation across the business, including at senior levels and Board to 30% in line with ourcommitments to ‘Deeds Not Words’ action plan by 2024.
  • Overhaul our recruitment framework, embedding positive action into recruitment practices, actively seek out individuals with relevant languageskills and list them as essential criteria for vacant positions.
  • We will capture language skills and record them for our workforce.
  • Create an employability pathway specifically aimed at Black, Asian and minority ethnic individuals, including a number of apprenticeshipopportunities.
  • Carry out another equal pay audit following a pay benchmarking exercise to ensure any discrepancies in pay disparity are addressed.
  • We will broaden our internal survey questions to capture neuro-diversity.
  • We will broaden our internal survey questions to capture socio-economic background. Socio-economic background is a combination of a person’s income, occupation and social background. It plays a key role in people’s success and future life chances. It creates a layer of privilege that we must recognise.
  • We will collect diversity data twice per year and encourage all colleagues, including Board members to maintain their own personal information within the HR System.